Global Talent and Global Mobility Maureen Potts Director

Global Talent and Global Mobility Maureen Potts Director, Global Mobility Programmes

Partnership between Global Talent Management and Global Mobility allows us to put structure around issues and interventions to improve talent management Global Mobility should be seen as an important component of the talent management interventions a firm can take ► Focus on strategic goals of each business unit ► Alignment with Global Talent planning for GSK ► Designed for different programme application (PULSE) Global Mobility Recognition, Rewards and Engagement Sufficient talent to meet the business plan: The Market Vision Mission Values Strategy and Business Plan Stakeholders Business Unit Objectives & Measurement Recruitment and On-boarding Succession Planning and Career Mapping Performance Management Talent Management Business Results Knowledge Transfer and Training Role and Competency Design 2 Leadership Development ► Financial results ► Organisational effectiveness ► Compliance and control ► Employer brand reputation (underway) ► Talent investment ROI

Effective Talent Management ensures you have the right people in the right roles according to the current and future business needs The Role Matrix assessing criticality of role to business needs with current talent population Strategic (Critical to realising business plan) Resilient (Critical to maintaining business continuity) Global Mobility This diagnostic approach can be used in different ways to map the profile of: ► One Business Unit or function globally? ► The Global Assignee population? ► All management of Grade X+? ► The top 100/200? Recruitment and On-boarding Succession Planning and Career Mapping Support Recognition, Rewards and Engagement Talent Management Performance Management The Individual Med Potential High Potential Med Performer High Performer (e. g. , wait and see) (e. g. , new in role, needs consolidation and stretch) (e. g. , potentially technical specialist – need stretch/maximise current competencies) (e. g. , need stretch or promotion) 3 ► Career path design ► Global Mobility Policy, Management Development programs: GIO/ESPRIT ► Succession planning Knowledge Transfer and Training Role and Leadership Competency Development Design (Supports strategic or resilient roles) Do other core talent processes support mobility? e. g. ,

GSK Talent Review 9 Box Model 4

Case study – Company that wasn’t sure if its GA programme was cost effective or supporting its business strategy International talent investment will ensure that the future leaders of our organisation have the required international experience to deliver our global strategy: X% Headcount Growth Rate 1 Determine International Experience Determine the International experience requirements by Region/Business Unit/ Function for each role 1 2 Level of International Experience required Analyse the GA profile against investment principles 3 3 2 Identify interventions to meet the International Experience requirements 4 4 Rest of Management Population Scope the controls and policies to realise the benefits Improve the Ro. I of international talent investment through adequate use of policy and assignment management GA that DO NOT meet programme principles GA that meet programme principles 5

Five segments to categorise current GA population segmentatio n Driver of GAs One-line descript or A B C D E Future Leaders Development Skill Based Need Based Non-Strategic International talent investment principles Developing Key Talent Requirement for specific skill Reduced Local Market Capability Ineffective GA Programme Controls Meet the international talent investment principles Graduate programmes invested in by the business, but do not deploy onto Type A roles Assignee deployed to in to meet specific job need Not type A, B, or C, and deployed to fix temporary talent gap GAs that do not meet the requirements for type A, B, C or D 6 6

Principles for investing in international experience - example International talent investment strategy will ensure that the future leaders of our organisation have the required international experience to deliver our global strategy by transferring and acquiring skills and capabilities. This will focus on: 1 2 Customer and consumer facing functions Strategic locations 80+% of our investment across the organisation will be in roles within x type functions Our investment in markets and regions will focus on transferring skills to and building talent from strategically important developing and emerging countries, or; On building capability in strategically important hubs in mature markets ie Singapore 3 Leadership 80+% of our investment will be focused on leadership at level x+ 4 Key roles Our investment will be focused on deploying our best talent to strategically important roles 5 Key talent Our investment will be focused on building the skills and experience of our key talent, i. e. , High performers, potential high performers, strategic high performers, etc. 6 Selective talent “gap filling” 20% or less of our investment in international talent will dedicated to “filling” talent gaps 7

Global Talent Pipeline – International Experience Input International “experience” Assignment Role and interactions Policy pay and terms Outcomes Support scope and style Talent Interventions Corporate Context 8

Global Talent – Global Mobility Initiative at GSK Global Talent owns the initiative at GSK Partnered with Tra. Qs in Phase 1 to develop and deliver benchmarking and surveys Phase 1 – Talent Program Benchmarking Survey – Talent Framework – Talent Interventions – Talent Platform – Post-Repatriation Metrics Survey – Measure developmental and career impact of international assignments – Progress of employee in the organization – Effectiveness of the Global Mobility Program Reed Elsevier – Talent and Global Mobility 9

Global Talent and Global Mobility Q&A Reed Elsevier – Talent and Global Mobility 10